Leadership chapter 10

Leaders can influence team effectiveness by:

-Ensuring the team has a clear sense of purpose and performance expectations. -Designing or redesigning input stage variables at the individual, organizational, and team design levels. -Improving team performance through ongoing coaching.

Highly cohesive groups interact with and influence each other more than less cohesive groups.

-Greater cohesiveness does not always lead to higher performance. -Highly cohesive groups may have lower absenteeism and lower turnover. -Highly cohesive groups sometimes develop goals contrary to the larger organization's goals.

The TLM is a mechanism to:

-Identify what a team needs to be effective. -Point the leader either toward roadblocks or toward ways to make the team even more effective than it already is.

Group size can affect a leader's behavioral style.

-Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use impersonal methods to influence followers. -Leaders with a small span of control tend to show more consideration and use personal approaches to influence followers.

Additive task:

A task where the group's output simply involves the combination of individual outputs.

Three critical functions for team leadership:

Dream Design Development

Several types of problems can impede group performance:

Dysfunctional roles Role conflict Intrasender role conflict Intersender role conflict Interrole conflict Person-role conflict Role ambiguity

Norms are more likely to be seen as important and apt to be enforced if they:

Facilitate group survival. Simplify, or make more predictable, what behavior is expected of group members. Help the group to avoid embarrassing interpersonal problems. Express the central values of the group and clarify what is distinctive about the group's identity.

Tuckman's stages of group development:

Forming Storming Norming Performing

Process losses:

Inefficiencies created by more and more people working together.

The Team Leadership Model (TLM) consists of three components:

Input Process Output

Research shows that five major areas need to change for global teams to work.

Senior management leadership Innovative use of communication technology Adoption of an organization design that enhances global operations Prevalence of trust among team members The ability to capture the strengths of diverse cultures, languages, and people

Group roles are sets of expected behaviors associated with particular jobs or positions.

Task roles Relationship roles

Norms

are informal rules groups adopt to regulate and regularize group members' behavior.

Hackman and Ginnett

developed the concept of organizational shells to help team leaders consider these four variables.

Group cohesion

is the sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it —the glue that keeps a group together.

These stages are important because:

-People are in many more leaderless groups than they realize. -There are potential relationships between leadership behaviors and group cohesiveness and productivity.

Individuals Versus Groups Versus Teams

-Team members usually have a stronger sense of identification among themselves than group members do. -Teams have common goals or tasks. -Task independence typically is greater with teams than with groups. -Team members often have more differentiated and specialized roles than group members. -Teams should be considered highly specialized groups.

There are several key characteristics of effective teams.

-Teams have a clear mission and high performance standards. -Leaders often evaluate equipment, training facilities, and available outside resources. -Leaders spend a considerable amount of time assessing the technical skills of team members. -Leaders work to secure the resources and equipment necessary for team effectiveness. -Leaders spend time planning and organizing in order to make optimal use of available resources. -Teams have high levels of communication, which minimize interpersonal conflicts.

A group is two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.

-This definition incorporates the concept of reciprocal influence between leaders and followers. -Group members interact and influence each other. -The definition does not constrain individuals to only one group

Groupthink:

People in highly cohesive groups often become more concerned with striving for unanimity than in objectively appraising different courses of action.

Social facilitation:

People increasing their level of work due to the presence of others.

Social loafing:

Phenomenon of reduced effort by people when they are not individually accountable for their work.

Ideally, a team should be built like a house or an automobile.

Start with a concept Create a design. Engineer it to do what you want it to do. Manufacture it to meet those specifications.

The following four variables need to be in place for a team to work effectively:

Task structure Group boundaries Appropriate norms Authority

Collective leadership consists of five approaches:

Team leadership Network leadership Shared leadership Complexity leadership Collective leadership

Overbounding:

Tendency of highly cohesive groups to erect what amount to fences or boundaries between themselves and others.

Leaders of virtual teams need to bear in mind the following research conclusions.

The distance between members is multidimensional. The impact of such distances on performance is not directly proportional to objective measures of distance. Differences in the effects that distance seems to have is due at least partially to two intervening variables: -Integrating practices within a virtual team. -Integrating practices between a virtual team and its larger host organization.

Ollieism:

When illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.

Clusters

a new alternative to the traditional idea of teams, are formed outside a company context, but are hired and paid by companies as a unit, as a permanent part of the company.

As groups become larger

cliques are more likely to develop.